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Wellness Management

OMRON’s Health Management Declaration and related activities

Basic Policy
Employee Health Management

Basic Policy

Basic Policy

Employee Health Management Declaration

The OMRON Group unveiled the declaration and program in light of a long-held commitment to solving social issues by putting the OMRON Principles into practice. The Group considers it is essential to maintain the vitality and enhance the potential of diverse talents to drive ongoing innovation that addresses the challenges of a fast-changing world.

The OMRON Group regards employees’ health maintenance and improvement as indispensable for the development of the Group as well, and thus formulated “Employee Health Management Declaration”.

OMRON Employee Health Management Declaration

OMRON aims to be a pioneer in creating social needs, and the health of our employees is accordingly fundamental to our business. We OMRON Group will unite to do our utmost to create positive working environments full of smiles and vitality so all of our people can innovate to solve various social issues.

President and CEO

Promotion Structure

The specific activities of us at the Omron Group for employee health are based on annual goals and plans approved by the Executive Council. The Board of Directors monitors and supervises these goals and plans based on reports of content and progress.

The division responsible for health management works with professionals such as industrial physicians and industrial health staff. The division also coordinates with the health insurance association to resolve issues to achieve the targets across the entire organization.

In order to accelerate these health management initiatives, we have established unique standards*1 for the placement of industrial physicians, nursing staff, counselors, and other occupational health staff that surpass those mandated in laws and regulations, and have put in place a detailed health management service they can respond to the needs of every employee.

Additionally, employee health information is consolidated in a health management system*2 which lets medical staff, health supervisors, and leaders assigned to each division share information necessary for their roles.

  • *1:Standard with which one public health nurse is assigned to locations with 300 or more employees.
  • *2:A system for managing health information such as periodic employee health checkups, interviews with doctors, and results of stress checks using occupational health staff, as well as work hours and leave hours, and information regarding employment measures.

Health Management Promotion Framework (Japan)

  • *Boost5:We selected five factors related directly to the ability to concentrate at work and live a fulfilled life (exercise, sleep, mental health, nutrition, smoking). Under this program, we focus on improving employee ability to concentrate based on these factors.

Health Management Initiatives

Maintaining and improving employee health energizes organizations

We at the OMRON Group believe that the health of every employee is the basis required for us to solve social issues. In July 2017, we issued Employee Health Management Declaration, with top management taking the initiative in promoting health management. In pursuing these activities, we established group-wide Boost5 indicators, striving to achieve these targets.

The three axes of health management and Boost5

Our health management activity policy consists of three axes.

The first is to foster innovative people and organizations. We endeavor to create environments that encourage a positive attitude in taking on challenges and that make work rewarding and enjoyable.

The second is to foster states of mental and physical health for employees to enjoy their lives. We encourage employees to lead health-conscious lifestyles and enjoy not only their work, but also their personal hobbies and interests.

The third is to fill the company with employees who will continue to be active in society, even after they graduate from OMRON. If these employees maintain and improve their health, they will remain active in the future and lead fulfilling lives while contributing to society.

To promote health management, we at the OMRON Group in Japan also established five specific indicators to support company-wide health along these three axes. We call these indicators Boost5. Boost5 refers to (1) exercise, (2) sleep, (3) mental health, (4) food, and (5) tobacco (stop smoking), all of which are essential for improving concentration and performance. To achieve the goals for each of these indicators, we establish special themes as a focus for each fiscal year.

Visible results and data usage

The number of employees achieving Boost5 target indicators is increasing each year. We have also confirmed that a greater percentage of employees who achieve more Boost5 goals are aware of their own performance increases.

Ratio of Performance Increase by Number of Boost5 Achievements; OMRON Health White Paper, FY2021

We at the OMRON Group in Japan collect data regarding the level of achievement in each of the Boost5 indicators through annual employee health and stress checks. We publish the results in an annual OMRON Health White Paper in Japanese, and use the data to formulate future initiatives.

Health management strategy map

In our pursuit of health management, we created a health management strategy map to identify health issues that will lead to the solutions for management issues. We will incorporate these issues into measures and specific initiatives. By clarifying our health management strategy and story in this way, we enhance the effectiveness of our initiatives.

Mental health is a topic of focus for health promotion activities

Our own analysis indicated that employees who cope with mental stress (self-care) have better mental health and performance. Based on these results, we defined mental health as a focus topic for Boost5 in fiscal 2021.

Ratio of employees exhibiting high mental toughness/performance by degree of self-care practice;
OMRON Health White Paper, FY2020

At this stage of the COVID-19 pandemic, our aim is for employees to practice self-care to cope with various types of stress and to work with higher levels of concentration. To this end, we provided information and conducted health events combined with each item of the Boost5 program.

Main initiatives for practicing self-care

As a group-wide initiative, a total of 3,375 people participated in hands-on, online events led by in-house nursing professionals. Each event was live streamed to connect participants with presenters and take on the challenge to learn effective ways to cope with stress together.

As survey results indicated that employees with exercise habits have better mental health, we also encouraged taking opportunities to exercise as a way of coping with stress.

Ratio of high work engagement employees by frequency of exercise; OMRON Health White Paper FY2019

As in the previous year, we published videos of radio calisthenics and held online seminars on yoga, weight training and more as exercises for employees, even in an environment where home life still consists of teleworking and limited travel outside the house. We also held semi-annual Om-Walk (Om as in OMRON), which are an in-house walking event that we traditionally held as an employee health promotion activity to encourage employees to exercise daily, with total number of participants reaching 2,343. As a result, the percentage of employees who make it a habit to exercise at least twice a week increased to 40.2% in fiscal 2021, or +6 points year on year, the largest increase to date.

As a result of these various measures leading to the practice of self-care, we have shown that employees who cope well with mental stress tend to have higher mental toughness and performance. The percentage of employees who answered that they use multiple stress-management methods increased, reaching 81.6% for the Group (in Japan) as of July 2022.

Company-wide efforts for a smoke-free environment

In April 2020, we at the OMRON Group (in Japan) institutionalized a no-smoking policy during working hours (including lunch breaks) in accordance with employment regulations. In preparation for this company-wide non-smoking policy, we have been engaged in gradual workplace environment changes at every work location since fiscal 2019. In addition, as a measure to support smoking cessation and in cooperation with health insurance societies, we held a company-wide anti-smoking event, the Smoking Cessation Marathon.

Even after a company-wide smoking ban, we have continued with measures to support smoking cessation, mainly through our health insurance association. As a result, the company-wide smoking rate has been declining steadily, recording 15.7% as of July 2022.

Women’s health

To improve health literacy for health issues specific to women, we held an online seminar to support working women's health with the cooperation of the OMRON Health Insurance Association in February 2022, with 241 participants. In a post-seminar survey with 100% response rate, 99% of participants answered that they found the seminar useful for their own self-care. In addition, we provide health education to share information about woman-specific health issues during leadership training for female employees under our diversity and inclusion program. In this way, we support careers for women from the aspect of health as well.


We at OMRON actively promote disease prevention and health improvement through Collabo-health, or joint projects with health insurance societies. We introduced cancer screening* as part of regular health checkups, and we also promote a Health Point program, which allows employees to exchange points for health-related goods. We are also providing health data analysis to our employees.

  • *The joint collaborative health project conducts gastric cancer risk screening, prostate cancer screening, and colorectal cancer screening for specific age groups at the same time as regular health checkups.

OMRON Group (Overseas) initiatives

In every region, the OMRON Group (overseas) promotes health improvement, providing content to raise health awareness among employees, including events for employees tied to exercise, mental health, nutrition, smoking cessation, and sleep. We place great importance on employee mental health and provide educational content related to mental health, in addition to offering counseling services.

Initiatives based on laws and regulations

Based on health checkups and stress checks, we at the OMRON Group within Japan conduct organizational diagnostics, workplace interviews, and workplace environment improvement activities through the support of occupational health staff and more, and are working to create a workplace conducive to both mental and physical health.

Since beginning health management activities, we at OMRON Corporation have maintained a 100% rate of regular health checkups for employees. In fiscal 2021, stress checkup rate for the Group (in Japan) was 96.0%, with 10,995 of 11,448 eligible employees receiving stress checkups.

Since fiscal 2017 we have been using e-learning for self-care education. Fiscal 2021 saw 97.8% attendance, with 10,889 participants of 11,079 individuals eligible for the program. In addition, e-learning for managers and supervisors began in fiscal 2021 with a participation rate of 86.8% for the Group (Japan; 1,248 participants of 1,434 eligible employees).

Preventing group infections and hazards to health

In the OMRON Group (within Japan), employees are required to report infectious diseases as a part of day-to-day health management, and thus prevent workplace outbreaks through awareness-raising activities regarding their prevention.

Additionally, we have decided upon Global New Infectious Disease Control Guidelines as a Group. In the event of new strains of influenza and other diseases that could pose a serious health hazard to the lives of employees and their families, we will respond using these guidelines.

We were one of the first companies to establish a group task force in response to the recent COVID-19 pandemic. While fulfilling our responsibility to supply products and services, we are also asking employees to work from home, limiting the number of those coming to the office in accordance with the laws and regulations, policies, instructions, and guidance from local governments. In addition to our employees, we are also asking temporary and contract workers at our premises to comply with the same requests we established for our employees to ensure the safety and health of every individual and their families.

Based on government policies, we at the Group in Japan began work-site vaccinations in fiscal 2021. A total of 7,854 employees and persons related to the Group received two vaccinations, with 5,634 receiving a third.

Promotion of work style options

Maintaining and promoting the health of all employees, demonstrating creativity, and improving productivity are all connected to creating sustainable growth for both individuals and the company, and therefore we are working to reform work styles.

[Target indicators]
Total actual working hours

Continuing to improve the productivity of employees working a total of 1,800-hour level

Group employees worked an average of 1,906 hours in fiscal 2021, slightly over of the target level of 1,800 to 1,899 hours. On the other hand, the global recovery in demand and the shortage of parts and materials led to an increased sense of busyness during the year, particularly in the sales and production departments. As each department continued efforts to improve productivity, total working hours did not experience a significant rebound and improved steadily compared to previous years.
- Total actual working hours: 2,009 hrs in FY2014 to 1,906 hrs in FY2021
- OMRON Group companies in Japan

[Details of initiatives]
We at OMRON are promoting flexible work styles, and from 2010 have been taking measures such as setting no overtime days, and having five consecutive paid holidays. From 2015, we have been further developing these initiatives, launching the following measures;

(1) Expand opportunities to improve and acquire capabilities, for added value
  • ·Expansion of e-learning opportunities
  • ·Support for expensive external learning opportunities
  • ·Support for internal study meetings
  • ·Holding of company-sponsored seminars outside of work hours, and more
(2) Prepare workplace infrastructure for productivity
  • ·Introduction of a home office system (a telecommuting-centered work style in which employees work from home as their office) in FY2022
  • ·Introduction of a side job system in FY2022
  • ·Eliminated core time requirements from the flextime program, adopting a super-flextime program in FY2021
  • ·Introduction of telecommuting: Abolished eligibility limit in FY2019, eliminated maximum allowable days in FY2021
  • ·Satellite office usage
  • ·Introduction of hourly based paid leave: Expanded eligibility in FY2019
  • ·Adopted shortened work hours in FY2019 and more

In order to make a reality the innovation driven by social needs as in the OMRON Principles, it is important that we create a work environment in which employees can have a good work-life balance, and enjoy their work. Looking forward, we will continue to make improvements in work styles.

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